chapter4expectationsandpurposes-文庫吧資料
2025-05-29 21:39本頁面
【正文】 rporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Some mon conflicts of expectations Exhibit Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Stakeholder Expectations ? Corporate governance chain – Formal requirements and boundaries within which strategy is developed ? Organisational stakeholders – Other groups (internal and external) which have expectations and potential influence Stakeholders are those individuals or groups who depend on the anisation to fulfil their own goals and on whom the anisation depends Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Forms of Ownership (1) ? Ownership has fundamental effect on anisational purpose and strategies – Private/public ownership of equity ? Public equity often required for growth – Sale of all or part of the pany ? To a more suitable corporate parent – Target for acquisitions ? Compare offer with expected future returns Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Governing Bodies’ Influence on Strategy (1) ? Two choices – Strategic management delegated to management – Board engages with management in strategic management ? High profile pany failures focused attention on role of board Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Strengths and Weaknesses of Governance Systems (1) Exhibit Source: Adapted from T. Clarke and S. Clegg, Changing Paradigms: The transformation of management knowledge for the 21 century, HarperCollins Business, 20xx, Table , p. 324. st Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Corporate Governance Reforms ? Imperfections in governance chain – Unequal division of power – Differing access to information ? High profile cases of fraud or poor governance ? Committees established for reform – Risk management – EU ? Real requirements: – Changes in board behaviour – Strategic approach Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx The Chain of Corporate Governance ? Chain or hierarchy of control – Separation of ownership and management control – Beneficiaries, trustees of funds, investment managers, board, executive directors, senior executives, managers ? Accountability and responsiveness – Wider ran
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